The business knows what good ideas are, what has been done before, and can evaluate the ideas. Also upfront (pre-ideation), you need to agree on next steps and who will be responsible for the follow-up.
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of ”Upfront” quotes in “Digital Master.”
To put another way, autonomy or self-management is an emerging digital theme. Therefore, it’s important to lay out the ground rules upfront as a team, make a real shift from micromanagement to macro-management, set clear goals and measurement to guide the team without over controlling.
The quickest way to learn something is to admit upfront that we don't know when we don't. Transparency and simplicity go together, thinking fast (Intuition) and thinking slow (analytics) need to go together in order to make a sound judgment.
The business knows what good ideas are, what has been done before, and can evaluate the ideas. Also upfront (pre-ideation), you need to agree on next steps and who will be responsible for the follow-up.
If you understand upfront by doing the right strategic questioning, you can later go back and ask if you achieved the purpose of the information that had been set out to attain.
Spend the time upfront organizing and unifying the data you collect across systems and services, so you can build common performance analytics tools that allow you to spend their time investigating data-based performance results.
Change is unavoidable. There is often no shortcut for change. It should be made incrementally. It could be stirred up by the executive management, but needs to be embraced by all stakeholders. It should also be purposeful and needed. All departments have to have the stake in it. Their buy-ins should be gained upfront to mitigate resistance.
Enterprise Architecture as a type of upfront analysis would not only let you measure the impact of Enterprise Architecture, it would also help you steer the program to drive maximum benefits in the right direction.
To put another way, autonomy or self-management is an emerging digital theme. Therefore, it’s important to lay out the ground rules upfront as a team, make a real shift from micromanagement to macro-management, set clear goals and measurement to guide the team without over controlling.
The quickest way to learn something is to admit upfront that we don't know when we don't. Transparency and simplicity go together, thinking fast (Intuition) and thinking slow (analytics) need to go together in order to make a sound judgment.
The business knows what good ideas are, what has been done before, and can evaluate the ideas. Also upfront (pre-ideation), you need to agree on next steps and who will be responsible for the follow-up.
If you understand upfront by doing the right strategic questioning, you can later go back and ask if you achieved the purpose of the information that had been set out to attain.
Spend the time upfront organizing and unifying the data you collect across systems and services, so you can build common performance analytics tools that allow you to spend their time investigating data-based performance results.
Change is unavoidable. There is often no shortcut for change. It should be made incrementally. It could be stirred up by the executive management, but needs to be embraced by all stakeholders. It should also be purposeful and needed. All departments have to have the stake in it. Their buy-ins should be gained upfront to mitigate resistance.
Enterprise Architecture as a type of upfront analysis would not only let you measure the impact of Enterprise Architecture, it would also help you steer the program to drive maximum benefits in the right direction.
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